This case study explains how Jackson-Triggs, a wine brand owned by Constellation Brands, reversed a decline in sales in Canada. View Summary

This case study explains how Jackson-Triggs, a wine brand owned by Constellation Brands, reversed a decline in sales in Canada.

The wine category had become fragmented and confusing, with little brand loyalty; within this, Jackson-Triggs seemed stale and outdated.

Most category communications focussed on specific occasions, pairings with food or the variety of wine, supported by cliched imagery of vineyards and drinking.

Consumer research identified Jackson-Triggs as an unpretentious brand for 'wine drinkers' rather than 'wine lovers'.

The 'we've got a wine for that' campaign made the brand an easy and straightforward choice for any drinking occasion, with ads focussing on the enjoyment of the moment rather than the pouring of the wine.

This led to significant sales growth across the country, fuelled by increased brand awareness and positive brand perception.

This case study explores how two of Australia's top wine experts, Dan Sims and Ben Edwards, successfully launched Two Men, a brand of Argentinian Malbec, into Australia. View Summary

This case study explores how two of Australia's top wine experts, Dan Sims and Ben Edwards, successfully launched Two Men, a brand of Argentinian Malbec, into Australia.

Australia is the world's fourth largest wine exporter, however wine-drinking habits in Australia are traditionally less adventurous and a cultural trend dictates that if you are drinking wine in Australia, it should be Australian wine.

The design for Two Men goes against category norms, stripping away the expected and the snobbery to tell the story of Two Men, bottling the moment when it all began - Dan and Ben discovering Malbec in Argentina.

Two Men sold over 1,000 cases in the first nine months delivering a turnover of $250,000.

This case study explains how Pernod Ricard Winemakers promoted a new internal creative laboraties program to increase innovation and meet business goals. View Summary

This case study explains how Pernod Ricard Winemakers promoted a new internal creative laboraties program to increase innovation and meet business goals.

Research had found that innovation was key to business success, but the company did not have a program in place to train managers.

Th!nk Creative Laboratories program, an internal training program designed to drive creativity, and subsequently unlock innovation across the company, was created.

Th!nk has been designed to increase Pernod Ricard's creativity leadership capabilities to meet business goals in leading wine innovation.

The first pilot of Th!nk was conducted with exceptional results, leading to business-wide innovation beyond just new product development, a goal which many businesses aspire to but very few deliver on.

This case study describes a campaign in Canada by Jackson-Triggs, a wine brand, which sought to reverse decline in sales by repositioning the brand. View Summary

This case study describes a campaign in Canada by Jackson-Triggs, a wine brand, which sought to reverse decline in sales by repositioning the brand.

The wine category had become crowded, leaving consumers confused when deciding what to buy and Jackson-Triggs had experienced a decline in sales and low levels of brand loyalty.

The repositioning included a total rebrand, including packaging, advertising and brand message and the campaign targeted 'wine drinkers' - people who do not overthink wine purchases and drink as part of their lifestyle.

Research found a number of advertising cliches in the wine sector, and sought to overturn them with an emotional lifestyle focussed message.

TV ads featured social wine drinking occasions with the message 'We've got a wine for that'.

This approach led to an increase in sales of 29%, brand awareness of 25%, and an improvement in brand loyalty scores.

7

Rich Secco: The rich b!tch fridge

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MMA Smarties, Silver, MMA Smarties, 2013

This case study describes how Rich Secco, a German canned Prosecco drink brand, used social media to connect men and women online. View Summary

This case study describes how Rich Secco, a German canned Prosecco drink brand, used social media to connect men and women online.

Insight suggested that men frequently bought women drinks in clubs, but that this was not always possible on a 'girl's night out'.

A Facebook app was launched which allowed a man to buy a woman a drink even when he was not there, in return for becoming Facebook 'friends'.

This approach helped to increase the brand's awareness with men, and was so successful it is being rolled out across Germany.

8

Vina Laguna Rebranding

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Design Business Association, Bronze, Design Effectiveness Awards 2013

Vina Laguna, a Croatian wine brand owned by AGROKOR Vina, wanted to shake off its image as a volume wine from the communist era and embody a modern, premium identity, based around the wine-producing region of Istria. View Summary

Vina Laguna, a Croatian wine brand owned by AGROKOR Vina, wanted to shake off its image as a volume wine from the communist era and embody a modern, premium identity, based around the wine-producing region of Istria. An icon was created for the brand, inspired by local legends, representing the 'lightness' of Istrian air, wine and its way of life. Different interpretations of the icon on bottle labels denoted the differing quality levels, from table wine to premium bottles. The impact can be judged from the fact that, in the three months before the mainstream advertising relaunch, total Vina Laguna sales were up 9% but those in the new brand livery had already risen 63% by volume. Year-on-year, the Select and Premium wine ranges grew 26% by volume and opened a route to new export markets.

9

Using brand storytelling to launch the La Capra Wine Range

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Design Business Association, Bronze, Design Effectiveness Awards 2012

Fairview, the South African wine producer, traditionally focused its business on selling its eponymous premium wine to restaurants. View Summary

Fairview, the South African wine producer, traditionally focused its business on selling its eponymous premium wine to restaurants. But in the UK - seen as a bellwether for the wider wine market - supermarket wine sales were on the rise. This prompted the company to develop and launch a new La Capra brand into UK supermarkets. But without an advertising budget, the label of La Capra had to be the principal medium for engaging consumers. Its design involved a strategic balancing act that borrowed equity from the premium parent brand, while telling a compelling enough brand story to hold its own. The design touched on the theme of celebration, linking to the Balkan origins of Fairview's founders, and featured a range of objects all on the back of a goat ("La Capra" being Italian for "goat"). Following launch, La Capra become the second-best selling South African wine above £5 in the UK.

10

Pepperjack: Battle of the Steaks

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Case Studies on Warc, Media Federation of Australia Awards, 2011

Pepperjack, an Australian red wine brand from Treasury Wine Estates with a boutique brand positioning, needed to build customer support amongst pubs and restaurants to maintain its growth without being overtly commercial or damaging its credibility. View Summary

Pepperjack, an Australian red wine brand from Treasury Wine Estates with a boutique brand positioning, needed to build customer support amongst pubs and restaurants to maintain its growth without being overtly commercial or damaging its credibility. Research showed that the Pepperjack target audience are young professionals who are highly social and depend heavily on their mobile phones and also enjoy food programming. Therefore, the 'Battle of the Steaks' campaign was developed as a national promotion involving dining venues competing to become the national steak champion. Central to the campaign was the mobile site, which enabled interactive voting and more importantly ensuring Pepperjack was present at a key wine and steak consumption occasion. As a result, Pepperjack's share of the total red wine market increased 100% year on year, represented by a sales increase of 18,000 extra bottles.

The Société de Alcools du Québec, an assocation for the alcohol trade in Quebec, wanted to propel sales whilst also promoting responsible drinking. View Summary

The Société de Alcools du Québec, an assocation for the alcohol trade in Quebec, wanted to propel sales whilst also promoting responsible drinking. This case study describes how the society launched Taste Tags to educate consumers about wine choices, featuring in-store, TV and online elements. It cites increased sales of wines with taste tags, as well as sales growth for the sector and the media impact of its initiative.

Diageo-owned wine brand Blossom Hill wanted to be able to differentiate itself in the cluttered UK wine market where brand loyalty is low. View Summary

Diageo-owned wine brand Blossom Hill wanted to be able to differentiate itself in the cluttered UK wine market where brand loyalty is low. Rosé wine tends to be the most popular in the summer period but it was under increasing competition from other ‘summer’ drinks as well as being affected by the recession. Therefore, Blossom Hill became the official sponsor of the Wimbledon tennis tournament for the ‘Let Play Begin a Wimbledon’ campaign, aimed at 30-45 year old women with higher-than-average incomes and children. The strategy was executed at the event by serving a Rosé-based tall drink, a prize draw to win silverware and through branded rickshaws. Furthermore, limited edition Wimbledon bottles being sold in stores across the country and a microsite offered the chance to win Wimbledon Ladies Final tickets. The campaign resulted in a 135% increase on year-on-year sales.

13

Freixenet - From Minelli to Scorsese

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Jay Chiat Strategic Excellence Awards, Non-winning entrant, 2009

From 2006 the total Cava market began to decline for the first time. Freixenet's volume growth was to be challenged so in a move to grow value rather than volume the price of Freixenet was increased by 30%. View Summary

From 2006 the total Cava market began to decline for the first time. Freixenet's volume growth was to be challenged so in a move to grow value rather than volume the price of Freixenet was increased by 30%. At the same time, the brand's heavy use of celebrities in campaigns was beginning to garner a rather low class ostentation. However, which celebrity would be used in each year's Christmas advert had become the topic of debate - the campaigns had become more of a fond act of branded entertainment. Martin Scorsese was recruited to make a short movie about Carta Nevada Reserve. Ahead of release, rumour and debate were provoked to heighten word of mouth, trailers were aired and Scorsese presented the film itself to the press. The movie was seen widely and the volume of sales were maintained at the 30% price increase.

To launch its new location and generate foot traffic, La Carte des Vins wine shop surprised neighborhood residents with a colorful campaign. When the city awoke, cars, subway entrances, lampposts, and the new store were all covered in balloons in the color of red and white wine. Attached to each balloon's string were details of the opening and an invitation to a free wine tasting. To add further enticement, a coupon offered a 15% discount. Flyers were also distributed in the neighborhood to reinforce the message. 1,000 balloons disappeared by 9:00 A.M., and 400 people attended the opening, surpassing attendance goals by 183%.

15

The Wine Society of India: Wine Mailers

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Direct Marketing Association - US, Bronze Award, 2008

The Wine Society of India wanted to draw members for its direct-to-consumer wine shipping program, but faced the challenge of national laws forbidding the marketing of alcohol. View Summary

The Wine Society of India wanted to draw members for its direct-to-consumer wine shipping program, but faced the challenge of national laws forbidding the marketing of alcohol. Instead of marketing wine, they gave it away, enticing prospects with a complimentary wine tasting. One mailing was in the form of a wine cask that contained the exclusive invitation. A second mailing, sent to key influencers, looked like a glass of wine being poured. The flowing wine unfolded to reveal an invitation, and the glass was an actual high-quality wine glass. A third invitation romanced recipients with a lavish map of wine production. The results were an intoxicating 36% conversion rate!

16

Carlo Rossi - Jug Simple Integrated Campaign

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Effie Worldwide, Gold, Beverages - Alcohol, Effie Awards 2008

Carlo Rossi's user base was in decline, as its traditional target consumer - middle-aged and middle-class wine drinkers - shifted away from drinking jug wine to more expensive foreign options; younger drinkers also appeared to be following suit. View Summary

Carlo Rossi's user base was in decline, as its traditional target consumer - middle-aged and middle-class wine drinkers - shifted away from drinking jug wine to more expensive foreign options; younger drinkers also appeared to be following suit. Retailers also favoured bottled options, which took up less shelf space. The brand also hadn't advertised for 30 years. The comeback campaign focused on creatively inclined 21-29 year-olds, who looked for value, simplicity and community over status symbols. The Jug Simple campaign celebrated the jug itself, and artists were invited to imagine what empty Carlo Rossi jugs could be, and created items from pieces of furniture and lighting to audio equipment out of the iconic jug. The number of cases sold rose by 2.6% to 12.7 million, while awareness and perceptions also improved dramatically, particularly among the target audience, who valued the emphasis the brand put on co-creativity.

Vincor International, the largest wine producer and distributor in Canada, wanted to launch a new brand of wine to appeal to novice wine drinkers and capitalize on the growing premium wine segment. View Summary

Vincor International, the largest wine producer and distributor in Canada, wanted to launch a new brand of wine to appeal to novice wine drinkers and capitalize on the growing premium wine segment. Accordingly, Naked Grape hit the shelves in September and October 2005. The resulting demand was beyond expectations. Shipments were more than double the forecast numbers in the first six months, and continued to surpass expectations in the second phase of the campaign, and Naked Grape became the most successful wine launch in Vincor's history.

Perrier-Jouët was a little-known champagne that wanted to be a big brand. It did not have the ubiquity of Moët & Chandon, the prestige of Bollinger, the advertising budget of Lanson or the price advantage of the retailers' own-brand champagnes. View Summary

Perrier-Jouët was a little-known champagne that wanted to be a big brand. It did not have the ubiquity of Moët & Chandon, the prestige of Bollinger, the advertising budget of Lanson or the price advantage of the retailers' own-brand champagnes. What it did have was the finest champagne available for under £20 and an illustrious history, dating back to champagne's Golden Age, the Belle Epoque, when it was the house champagne at Maxim's and other celebrated Parisian establishments. The role of advertising was obvious: to re-launch the brand with a splash and create the necessary associations of quality, class and style. There was an obvious creative solution. The contribution of planning was, firstly, to challenge the obvious creative solution and then, by providing a new insight into consumers' relationship with the category, to reveal an unoccupied area of market territory that Perrier-Jouët uniquely could occupy. The result was powerfully branded creative work which exceeded everyone's expectations.

At the end of 1994, Moët & Chandon champagne was advertised in the UK for the first time in the brand's 250-year history. View Summary

At the end of 1994, Moët & Chandon champagne was advertised in the UK for the first time in the brand's 250-year history. This significant step had been long delayed by a corporate reluctance to 'resort to' advertising. This paper sets out to demonstrate how careful planning helped to allay such concerns, and how it contributed to the development of advertising which did justice to this, the world's largest and best-known champagne brand.

The Sherry Institute of Spain's brief was that a campaign was needed to identify the unique quality and versatility of sherry and to explain the difference between sherry and its imitators - in particular British sherry. View Summary

The Sherry Institute of Spain's brief was that a campaign was needed to identify the unique quality and versatility of sherry and to explain the difference between sherry and its imitators - in particular British sherry. This clarity extended to the central problem facing sherry. A group of consumers were indeed committed to the product and image, but for the wider audience it had suffered from becoming subsumed into a 'sherry box' defined by the drink being seen as an 'imitation product' with a particular advertising-led British imagery.

Describes the success of Croft Original sherry since the introduction of the `Jeeves and Wooster' campaign in 1977 (see earlier papers nos. View Summary

Describes the success of Croft Original sherry since the introduction of the `Jeeves and Wooster' campaign in 1977 (see earlier papers nos. 4086 and 4118), and taking the story up to 1989. The market and strategy development, and evolution of the campaign, are described. Evaluation falls into two phases: 1977-81 which established the brand; 1981-89, when the campaign continued to sustain the brand and grow share at a time when the market was in severe decline and brands were fighting the growth of own label. Each phase is described. Sales growth in Phase 1 quoted from Nielsen; in Phase 2, while the market fell 22%, increased franchise for the brand was demonstrated from TGI, the brand's upmarket profile from TGI, and increasing brand share from Nielsen. Croft's share gains are not explained by distribution changes or price (Nielsen). How the advertising worked is shown by the perception of `dryness' and paleness being equated with quality, both communication points in the ads, and the achievement of the desired personality for the brand (NOP, qualitative research). The relevance and quality of communication from the `Jeeves and Wooster' campaign is argued to have been directly responsible for Croft Original's maintained health as a brand.

Campaign to revive Black Tower, following acquisition by Grants of St James's in 1987. Previously, expansion of own label wines in Sainsbury and Tesco had depressed the premium branded lines, especially Black Tower, which could not justify their premium to the consumer; BT was seriously underperforming. View Summary

Campaign to revive Black Tower, following acquisition by Grants of St James's in 1987. Previously, expansion of own label wines in Sainsbury and Tesco had depressed the premium branded lines, especially Black Tower, which could not justify their premium to the consumer; BT was seriously underperforming. Research showed problem to be primarily consumer offtake and rate of sale, that the brand was lacking in appeal and misunderstood, and identified need for advertising which would build emotional appeal and usage. The black bottle, containing a white wine, was confusing. TV commercial `White out of Black' developed and run initially in a low budget campaign in London and Granada, late 1988. Effect was dramatic: advertising significantly increased rate of sale in both areas, in different ways (described) relating to regional differences in the market between the two areas. Econometric model (described in detail in appendix) used to demonstrate the advertising contribution in Granada: for every £1 spent, £2.26 od extra sales was generated. Longer term effects included market share and distribution gains in Granada. The task in London was harder, but there also the volume sales decline of the brand was arrested, although German wines as a whole were declining compared to the rest of the country. Econometric modelling was not possible in London because of lack of back data and poor comparability with rest of UK. However, the success of the advertising campaign enabled Grant's to gain distribution in selected Sainsbury and Tesco stores. In the following year, Grants were confident enough to roll out the advertising to Harlech and Scotland. Qualitative and quantitative research was used to gain understanding of how the advertising worked (RBL, The Research Business); this showed improvements in relevant images (quoted).

Describes a 5-year period (1985-9) in the development of Champagne Lanson in the UK. Background description of the champagne market, the market in the UK, and Lanson's special characteristics. View Summary

Describes a 5-year period (1985-9) in the development of Champagne Lanson in the UK. Background description of the champagne market, the market in the UK, and Lanson's special characteristics. There had been no attempt to communicate with a broader champagne audience. Early strategy and development of the creative strategy are described: the first executions proved flawed. The `Why Not?' campaign over the 5 years involved magazines, cinema (London/TVS) and London TV. A `brand audit' studied brand achievements over the five years. Increases shown in distribution, sales and share, atb the same time as price improved against the market average (Stats MR). TV campaign tested pre-post against rest of country where only press was running: additional 15% sales uplift in London must be due to TV. Brand awareness and quality images improved. All other possible influences on sales are examined: competitive activity (sharp increase in advertising and marketing activity: without advertising Lanson would have underperformed); competitive strategies (all more conventional); distribution (trade and sales force feedback indicated effect of advertising in driving up distribution). Financial contribution to the brand is analysed (actual against projected performance). Qualitative research (quoted) supports views of how the advertising worked. This case demonstrates the long-term brand-building role of advertising.